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Industry Insights

Realities of Talent Management

Posted on 10/03/2019 by PrimeHR

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One cannot just expect a promotion to come from the sky.

Being ready isn't enough; you have to be prepared for a promotion and or any other significant change. Some are affected by change.

Still career development and advancement change initiatives fail at an alarming rate throughout Small and medium-sized enterprises (SMEs) as well as Multinational Corporation (MNCs) that have facilities and other assets in at least one country other than their home country and typically have a centralized head office where they coordinate global management from a distance.

This is because some Talent Management department initiatives fail to consider how changes will affect the person and the organization as a result; the company’s hierarchy don’t know what ‘talent’ looks like and a failure to understand that “Talent” doesn’t automatically correlate with performance unless properly managed.

A high-performance culture is the responsibility of each and every individual, because the term talent management is so nebulous it is easy to put it firmly in the Human Resources (HR) Department’s hat. Sadly, board’s and Executive Management put it in HR’s strategic objectives
and leave it there.

Managers keep telling themselves it’s HR’s responsibility to recruit, measure and develop talent, so no need to get involved as this is ‘important people stuff’ that everyone is talking about and that is someone else’s responsibility. Manager’s find themselves in a culture where its acceptable to just get on with the day job and forget about people or talent management for now.

To successfully implement change initiatives, organizational leaders must ensure the person, as well as other employees at all levels of the organization, can embrace the development and advancement changes.

Talent Management is about Creating a Higher-Performing Workforce. Executives and HR management have always been focused on basic talent management—acquiring, hiring and retaining talented employees.

More than ever in today’s global economy, to drive optimal levels of success, business leaders need engaged, high-performing employees.

Great Managers possess a rare combination of six talents. A “Gallup” study of individual managers at numerous organizations, discovered those managers who most consistently drove high engagement, loyalty, productivity, profit, and service levels all shared these uncommon
talents:

  1. They motivate their employees.
  2. They assert themselves to overcome obstacles.
  3. They create a culture of accountability.
  4. They build trusting relationships.
  5. They make informed, unbiased decisions for the good of their team and organization.
  6. They have an impact on engagement.

Managers have the greatest impact on engagement as hiring the right people for manager roles represents the single greatest opportunity facing organizations today simply because of the upside it signifies.

Managers account for near 70% of the variance in employee engagement scores. When a company raises employee engagement levels consistently across every business unit, everything that matters to an organization’s long-term viability gets better.


For further advice with Talent Management, please contact PrimeHR.


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